Some Expert Tips on How to Lead Humanitarians in Uncertain Times

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Hey fellow humanitarian leader,

Before the end of the year, Philantropy.com released an article on how to prepare for the possible policies of the new US Administration.

As this has now happened and many fears have come true, I want to recap some of these good tips.

Here they are:

Communicate More Than You Think Necessary

In times of volatility, under-communication is a common mistake. Harvard professor Nancy Koehn stresses: “If you feel like you’re repeating yourself to the point of nausea, you’re communicating adequately.”

As a humanitarian leader, you should:

• Reaffirm your organization’s mission and purpose.

• Frame what’s at stake in the current context.

• Instil resilience: “We will not give in, give out, or give up.”

Acknowledging fears and fostering open conversations helps ease anxieties. Holding regular town halls with unscripted Q&A can prevent issues from escalating.

Adapt Donor and Community Messaging

• Show commitment to your mission while recognizing evolving needs.

• Communicate urgency without panic—donors want to support strong, sustainable organizations.

• Avoid politically divisive language; instead, unify supporters around shared values.

• Engage your community: invite feedback to understand their changing needs better.

Prioritize Well-Being for Yourself and Your Team

Leading in crisis is demanding. Koehn advises leaders to “feed and water themselves” daily—rest, movement, and recovery time are essential. Supporting staff’s well-being lifts organizational commitment. Simple actions, like encouraging medical checkups, can make a lasting impact.

Fostering a “protected space” at work, with clear ethical guidelines and spaces for open conversations, strengthens team cohesion. Peer support networks can also reduce isolation.

Ensure Financial Sustainability

• Diversify funding: Don’t rely solely on traditional grants; explore partnerships with smaller businesses that align with your mission.

• Find local wins: If national funding is uncertain, consider state—or community-based opportunities. For INGOs, this might mean going smaller while not forgetting private donors.

• Balance urgency with strategic planning: While crises push organizations to act fast, slowing down to reflect and plan prevents missteps.

Looking Ahead

In uncertain times, leaders must balance adaptability with steadiness. Imagining beyond immediate challenges—while staying rooted in the mission—can lead to creative, sustainable solutions. As one expert says, “Sometimes the greatest tool we can use is slowing down.”

Thanks for reading this far, and sorry if you did not find this helpful,
Luca

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